Funding Strategy

The VisionQuest Recovery Society has been able to maintain its programs since 2005 on a unique combination of donations, client self-help and Social Assistance funding. To date, private donations, both personal and corporate, have underwritten the food and accommodation costs of our programs. As set out in our service strategy above, the clients engaged in our programs are obliged to assist in the day to day routine activities of the program. This is in addition to their requirement by VisionQuest to provide Community Work.

Under the terms of entitlement for social assistance in British Columbia, clients of the Society’s programs are entitled to $560 per month which is paid directly to the Society during the term of their residence. While this funding strategy proved adequate to getting the program up and running – and in getting an enviable rate of addictions recovery – it is, to say the least, only able to provide spartan resources for our clients. Accordingly, VisionQuest has sought Per Diem Supportive Recovery House funding from the Ministry of Housing and Social Development. This funding is for $30.90 per day.

Government mandates vest the Ministry of Health with primary responsibility for providing both mental health and addictions programs. Unfortunately, Health has tied its funding and accreditation requirements to a program being willing to accommodate their Methadone Maintenance program. This is anathema to VisionQuest. The articles of the Society have been amended so that we are legally prevented from being engaged in the provision of methadone as a harm reduction measure. Since VisionQuest is engaged in the business, indeed the avocation, of assisting those wishing to recover from the ravishes of addiction, there is no principled basis upon which to acquiesce in the infliction of a lifelong opioid addiction, devoid of support or the development of social skills.

VisionQuest has pursued a model which provides breakeven financing for the Society. The only means by which this is possible is by some unsalaried work and the acceptance of less than industry standard remuneration by our paid staff. Essentially the non-profit status of the Society is nicely matched by the altruistic nature of our staff in order to make the impossible succeed. However, this is not a sustainable strategy in the longer term. Accordingly, the Society has determined upon a path which will emphasize increasing its reliable funding to a point that proper support of its management and staff becomes the norm. Our eventual goal is to be entirely self-supporting in keeping with our Twelve Steps roots.

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